The SDForum Open Source 首脳会議
2003-12--12
The ソフトウェア 開発 会議's Open Source 首脳会議 held in Burlingame, California (USA), 近づく San Francisco, on 2003-12-11, and 議長，司会を務めるd by Andrew Aitken of Olliance and Hank Jones of Intersect 科学（工学）技術 協議するing, 約束d to be 利益／興味ing: Its keynoters 含むd 棒 Smith of IBM and Brian Behlendorf of CollabNet and its パネル盤s touched both on technical and 商売／仕事 戦略s. (For a 名簿（に載せる）／表（にあげる）ing of the 跡をつけるs, http://www.sdforum.org/SDForum/Templates/CalendarEvent.aspx?CID=1260&mo=12&yr=2003)
I …に出席するd the パネル盤s on the 科学（工学）技術 跡をつける (http://www.sdforum.org/SDForum/Templates/Level1.aspx?pid=10127&sid=3) and 現在のd on the Open Source Desktop. This 公式文書，認める 簡潔に covers the 会議／協議会 from my admittedly biased 視野.
棒 Smith's 基本方針 was fascinating for its 発覚s of what IBM is up to regarding open-source 科学（工学）技術 and 開発. 簡潔に, open source was not 現在のd as a panacea but as a 論理（学）の 戦略 that only made sense in 確かな 事例／患者s. OSS may work as a 実験（する） and 開発 space but it has ended up 存在 a successful 選択 when it has 申し込む／申し出d 即座の 利益 and 供給するd the 基礎 for その後の (profitable) work. This, I 設立する 利益／興味ing, if also 論理（学）の. An open-source 事業／計画（する）, in this 見解（をとる）, would be most successful as it most closely matched 存在するing 願望（する）s and needs--which might be habituated by 存在するing 科学（工学）技術. You see the problem?
Clever 解答s--革新s--must, in this 見解（をとる）, 演説（する）／住所 perceived needs ーするために 支える developer 利益／興味--that's not terribly revelatory. 革新 is, from this 視野, then doing what has to be done, に引き続いて an unscripted methodology. The 鮮明度／定義 leaves open, I might 追加する, 解答s that leap over perception, that go beyond what one perceives as a problem. But IBM was 存在 pragmatic, and that raises the 利益／興味ing questin, How has open-source 科学（工学）技術, "innovative" or not, 歴史的に been 会社にする／組み込むd into 存在するing 会・原則s? and what are the necessities for any OSS 事業／計画（する）, then? And--dear to our hearts--is the much-discussed open source desktop really ready? If not, what are its shortcomings? The next パネル盤s 許すd the 関係者s to 株 their insight into these and other questions.
穏健なd by Joel West, one of the few 商売／仕事 professors in the world whose 焦点（を合わせる） 含むs open source 開発 and 科学（工学）技術, the パネル盤 肩書を与えるd, "How to Find, 査定する／（税金などを）課す, and 共同製作する with Open Source 事業／計画（する）s" 証明するd fascinating, for it pointed to how, in the 早期に days, OSS was 会社にする／組み込むd... and how the pattern of 採択 has changed, now that OSS is more than samizdat geekware.
And how was OSS 可決する・採択するd in the 早期に Days? As Mitch Ablove, of the Golden Gate 輸送 地区 解任するd, he started 雇うing OSS when proprietary ソフトウェア's 失敗s grew too 高くつく／犠牲の大きい, both to manage and to 直す／買収する，八百長をする. Once he started using OSS in the servers, calls to the Help 中心 消えるd; once he used SpamAssassin to （疑いを）晴らす out spam, it 中止するd 存在 a 疫病／悩ます for 経営者／支配人s. Once OSS 証明するd itself すぐに as superior to proprietary 製品s, it 伸び（る）d the approbation of his 経営者／支配人s and thus legitimacy. 類似の experiences were recounted by Jeremy Allison (Samba) and Rahul Naik (Advantest): 穏やかな deception at first then once OSS was 証明するd, legitimacy.
But, as Jeremy (a)手の込んだ／(v)詳述するd, the story has changed a little: 政策s 存在する now for OSS--making it, I might 追加する, to a degree not unlike other ソフトウェア. But is OSS 特権d? Do they 雇う looking for 専門家技術者s and developers 詩（を作る）d in OSS? not 特に, said Mitch; rather, it is 推定する／予想するd that any applicant should have knowledge of OSS already, and if not, they can be trained. This 示唆するs an 利益／興味ing point: that either OSS is so simple that any knowledgeable 専門家技術者/programmer can learn quickly or that the 需要・要求する is not やめる strong enough to make that a 必要物／必要条件. I couldn't help wondering about the 状況／情勢 in other parts of the world.
The members of the next パネル盤, 焦点（を合わせる）ing on the 開発 Model, 強調する／ストレスd what we have discovered: an open-source 事業／計画（する）, to work, needs to 供給する not just the source (明らかに something that is not always done :) ) but also the 道具s and the structure for a good community. Mitchell パン職人, who helped to create mozilla.org and is still the 大統領 there, 同様に as with OSAF, succinctly 要約するd the 基準, 含むing the need for 株d 所有権 as a motivator and a （疑いを）晴らす understanding of who makes 決定／判定勝ち（する）s and how 決定／判定勝ち（する）s are made; その上の, an 認識／意識性 of how people work (some of us work better, for instance, typing; others, through speech and direct 関与).
I 設立する Mitchell's comments true to the 示す, and they correspond with my own 分析. Why do so many 与える／捧げる to OpenOffice.org? it is not 単に a question of scratching an itch; it is also profoundly a question of 所有権. This is not just about licenses; it is also about 存在 able legitimately to （人命などを）奪う，主張する that OOo is to an extent yours; that OOo has also been so 広範囲にわたって disseminated because of your work.
My own パネル盤 was of course the most fascinating but also the most predictable, except for a few points. To the question, Is the open-source desktop fully 円熟した? the answer was not uniformly "yes," but a more qualified, "sort of," or "it depends on the 使用者."
示す 石／投石する of O'Reilly gave the strongest 資格s to the answer. He 正確に pointed out that though OpenOffice.org is really 前進するd and something he uses every day, he still 遭遇（する）s 状況／情勢s where his 同僚s at O'Reilly send him PowerPoint とじ込み／提出するs for which he must use Windows. I have heard this （民事の）告訴 before; it is not new: OOo is nearly 完全に 両立できる and with 2.0 next year we will be even more so. にもかかわらず, the question was: are we there yet?--and 示す's answer (not really) also answered the question he had 提起する／ポーズをとるd earlier in his introduction, "Why aren't we all using open source ソフトウェア only on our desktop?"
Danese Cooper 公式文書，認めるd that in fact in developing and 現れるing nations OSS is in fact becoming quickly the default ソフトウェア model, and I 強調する／ストレスd that in fact OpenOffice.org is やめる probably, for most of the world, the most obvious open-source 製品 they work with. In fact, the problem of OSS's 制限s are ますます seen to be US problems; the 残り／休憩（する） of the world--and we are biased here--has cast its lot with OSS.
But that cast leaves many companies 攻撃を受けやすい to problems of support, uniformity, and so on, things that 会社／団体s have grown used to and 推定する／予想する. Danese and I 強調する／ストレスd that this is the new ground for ancillary companies. It is a rich, fertile ground: OOo, for instance, is 利用できる in dozens of languages and will すぐに be ready in even more. Already support offerings are 利用できる in many languages, and why not in even more? The point, as Danese 強調するd, is to その上の the とじ込み／提出する 判型, not the essentially generic branding of OpenOffice.org.
That is, OpenOffice.org is but weakly branded but 堅固に 利用できる for others to その上の brand. One could, have, say, not just a StarOffice but a [CompanyName]Office based on OpenOffice.org. It is 合法的な, it is feasible, it even makes sense. What is requisite is that any such branding 明言する／公表する, 明確に, "Based on OpenOffice.org" and that those who do brand it 与える／捧げる 支援する to the 事業／計画（する）. The source must be nourished even as it nourishes the 地元の economy.
Brian Behlendorf's 基本方針, the Tipping Point of Open Source, was 模範的な in its clarity. The 肩書を与える, taken from Malcolm Gladwell's famous 調書をとる／予約する (see http://www.gladwell.com/books2.html) , points to what Brian saw as the ways in which OSS will become ますます the default. Gladwell 述べるs the 過程 using an 疫病／流行性の model, in which 分配するd nodes catastrophically 加速する 採択 of practices and ideas. And we seem to be at that point, now, with OSS.
But Brian, 強調するd, 存在 at the tipping point does not mean one has 遂行するd the goal. A lot of OSS-Apache, for instance--may be 普及した, "every" large company is using Linux; we have mainstream ニュース報道 in the IT 圧力（をかける）, we no longer are seen as 孤立するd freaks but rather as "normal"--all this is 受託するd but not universally. There is still a lot of 法人組織の／企業の 混乱 about how to run open source, how to use it, how to work with it. The differences are cultural 同様に as 科学技術の.
OSS builds on 現れるing best practices of ソフトウェア 開発; it is a 論理（学）の 拡張 of open systems and cognate with open 基準s. Open source 増強するs open 基準s and open systems. These are 重要な points and enable OSS 開発. But the culture of how OSS is made 異なるs やめる a lot from that of in-house ソフトウェア. For instance, an OSS developer sees little wrong with direct bluntness. I think to a degree this has 減らすd, and will continue to do so as OSS is professionalized (and Brian pointed to the Subversion (http://subversion.tigris.org) 名簿（に載せる）／表（にあげる） as 模範的な) but it is still a possible 問題／発行する for some.
The next year, I imagine, will see some 劇の changes. It may take us beyond the tipping point; it will also 最高潮の場面 the changes in what OSS means to 使用者s and developers. ソフトウェア 生産／産物 models are changing; OSS is more than a 生産／産物 model, of course, but that is what it まず第一に／本来 is understood to be, one whose linchpin is the license. It does not 明示する a methodology nor an ideology; that is up to the 地元の 事業／計画（する）. But it does 暗黙に 主張する on a notion of 市民権 that 決定するs that the practices are followed while 許すing the flowering of 商売／仕事 using, developing, and selling open-source ソフトウェア and its derivatives. Given these points, the next year will see us, i fully 推定する／予想する, to cross over that tipping point. We will see a flowering in 科学（工学）技術 that will astonish.
